Agenda Document Pack - Performance and Review Scrutiny Forum - 17/06/2025
South Lanarkshire Council · 17 June 2025
Back to Performance and Review Scrutiny Forum — 17 June 2025 and its agenda
Text extracted from the council's PDF. Layout and reading order may differ from the original.
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Council Offices, Almada Street Hamilton, ML3 0AA Monday, 09 June 2025 Dear Councillor Performance and Review Scrutiny Forum The Members listed below are requested to attend a meeting of the above Forum to be held as follows:- Date: Tuesday, 17 June 2025 Time: 14:00 Venue: Hybrid - Committee Room 1, Council Offices, Almada Street, Hamilton, ML3 0AA The business to be considered at the meeting is listed overleaf. Yours sincerely Paul Manning Chief Executive Members Joe Fagan (Chair), Gerry Convery (Depute Chair), John Anderson, Maureen Chalmers, Maureen Devlin, Richard Lockhart, Katy Loudon, Davie McLachlan, Kirsten Robb, John Ross Substitutes Andrea Cowan, Gladys Ferguson-Miller, Martin Hose, Eileen Logan, Margaret B Walker 1
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BUSINESS 1 Declaration of Interests 2 Minutes of Previous Meeting Minutes of the meeting of the Performance and Review Scrutiny Forum held on 1 April 2025 submitted for approval as a correct record. (Copy attached) 3 - 8 Item(s) for Consideration 3 Accounts Commission's New Approach to the Audit of Best Value – Highland Council and Argyll and Bute Council Report dated 15 May 2025 by the Chief Executive. (Copy attached) 9 - 12 4 Transformational Reviews - Update Report dated 15 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 13 - 20 5 Property Services - Efficiencies and Income Generation Report dated 21 May 2025 by the Interim Executive Director (Housing and Technical Resources). (Copy attached) 21 - 26 6 Fleet Management Report dated 20 May 2025 by the Executive Director (Community and Enterprise Resources). (Copy attached) 27 - 48 7 Digital Transformation - Update Report Report dated 29 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 49 - 62 8 Customer Engagement Transformational Review – Update Report dated 22 May 2025 by the Executive Director (Finance and Corporate Resources). (Copy attached) 63 - 68 Urgent Business 9 Urgent Business Any other items of business which the Chair decides are urgent. For further information, please contact:- Clerk Name: Tracy Slater Clerk Telephone: 07385 370 089 Clerk Email: tracy.slater@southlanarkshire.gov.uk 2
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PERFORMANCE AND REVIEW SCRUTINY FORUM Minutes of meeting held via Confero and in Committee Room 1, Council Offices, Almada Street, Hamilton on 1 April 2025 Chair: Councillor Joe Fagan Councillors Present: Councillor Maureen Chalmers, Councillor Gerry Convery, Councillor Maureen Devlin, Councillor Katy Loudon, Councillor Davie McLachlan, Councillor Kirsten Robb, Councillor John Ross Councillors' Apologies: Councillor John Anderson, Councillor Richard Lockhart Attending: Chief Executive’s Service P Manning, Chief Executive; T Little, Head of Communications and Strategy; L Marshall, Finance Adviser; N Reid, Improvement and Community Planning Manager Community and Enterprise Resources A Brown, Head of Enterprise and Sustainable Development; C Park, Head of Roads, Transportation and Fleet Services; K Carr, Head of Facilities, Waste and Grounds Services Education Resources G Lambie, Performance, Planning and Operations Manager Finance and Corporate Resources J Taylor, Executive Director; S Jessup, Administration Assistant; E-A McGonigle, Administration Adviser; M Milne, Head of Personnel Services; L O’Hagan, Head of Finance (Strategy) Housing and Technical Resources L Hayes, Performance and Support Adviser; H Phillips, Performance Co-ordinator Social Work Resources L Purdie, Head of Children and Justice Services 1 Declaration of Interests No interests were declared. 2 Minutes of Previous Meeting The minutes of the meeting of the Performance and Review Scrutiny Forum held on 4 February 2025 were submitted for approval as a correct record. The Executive Director (Finance and Corporate Resources) responded to a member’s question in relation to a timescale for the Terms of Reference for the Grounds Review. The Forum decided: that the minutes be approved as a correct record. 3 Local Government Benchmarking Framework – 2023/2024 Results and Action Plan A report dated 24 February 2025 by the Chief Executive was submitted on the Scottish Local Government Benchmarking (LGBF) results for 2023/2024. 2 3
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The LGBF compared spend/cost, performance and customer satisfaction results over several years and between similar councils. It comprised a number of performance indicators across a range of services. South Lanarkshire Council’s performance was summarised in table 1 of the report and further information on the Council’s LGBF data and results for 2023/2024, together with comparative data for 2022/2023 and 2021/2022, was provided in Appendix 1 to the report. This information also showed whether the Council’s performance in 2023/2024 had improved, remained the same or declined compared to the previous year and how the Council’s performance compared with the Scottish average. Family group analysis for indicators where the Council had lower performance than the Scottish average, based on the 2023/2024 results, was provided in Appendix 2 to the report. Although the LGBF results were available for all councils in Scotland and could be used to construct league tables, the Local Government Improvement Service (LGIS) cautioned against this approach and emphasised that the purpose of the data was to open discussion about performance and improvement in the context of specific services whilst taking account of geography, demographics and local council priorities. It was, therefore, important to pay attention to the narrative against each indicator when forming a judgement on what the performance meant in a South Lanarkshire context. At a local level, each council was required to publish its results at the same time as the publication of the national results by the LGIS. The LGIS held benchmarking events where local authorities could share good practice. An officer responded to a member’s question in relation to improving the Council’s performance in those areas where it was required. The Forum decided: (1) that the importance of viewing LGBF measures in the local context, as detailed in the report, be noted; (2) that the results, narrative, actions and family group analysis identified following scrutiny of the results for 2023/2024 be noted; and (3) that the arrangements for the publication of the Council’s results, in accordance with statutory requirements, be noted. [Reference: Minutes of 19 March 2024 (Paragraph 4)] 4 Statutory Performance Information Direction 2024 A report dated 4 March 2025 by the Chief Executive was submitted providing an overview of the Statutory Performance Information (SPI) Direction, published by the Accounts Commission on 19 December 2024. In terms of the Local Government Act 1992, a Direction was given by the Accounts Commission to relevant bodies to publish such information relating to their activities which would, in the Commission’s opinion, ‘facilitate the making of appropriate comparisons (by reference to the criteria of cost, economy, efficiency and effectiveness and of securing best value) between:- the standards of performance achieved by different relevant bodies in that financial year the standards of performance achieved by such bodies in different financial years 4
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Local appointed auditors assessed the adequacy of each council’s arrangements for meeting the requirements set out in the Schedule to the Direction. The findings from this work were used to assess the extent to which individual local authorities were meeting their duty to secure Best Value, as outlined in the report. In the 2023/2024 Annual Audit Report, the external auditors, Audit Scotland, confirmed that the Council’s performance reporting arrangements were satisfactory. The Council continued to improve its public reporting of performance information through clear alignment of performance information with its key strategic outcomes. An overview of the requirements of the Direction 2024, together with the Council’s approach to addressing those requirements, were provided in Appendix 1 to the report. The Direction 2024 was attached as Appendix 2 to the report. Officers responded to a member’s question in relation to the:- Integrated Impact Assessment for the budget that had recently been passed use of data to inform future transformation, in particular learning from the recently experienced extreme weather The Forum decided: (1) that the requirements of the Direction 2024 be noted; (2) to note that the implications for the Council arising from the Direction 2024 had been considered and would be implemented; and (3) to note that the period covered by the Direction 2024 related to performance reporting for financial years 2025/2026, 2026/2027 and 2027/2028. 5 Accounts Commission’s New Approach to the Audit of Best Value – Comhairle nan Eilean Siar, Fife, East Renfrewshire A report dated 5 March 2025 by the Chief Executive was submitted on the key messages and recommendations from recent reports published under the Accounts Commission’s new approach to auditing Best Value. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) arrangements which had run from 2018 to 2023. The approach consisted of brief Controller of Audit (CoA) reports accompanied by, and reflecting on, published annual audit reports. These CoA reports were considered by the Commission in public and reported publicly. Information was provided on the findings and key messages from the recent CoA reports on the following 3 councils:- Comhairle nan Eilean Siar Fife Council East Renfrewshire Council The Forum decided: that the report be noted. 5
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6 Transformational Reviews – Update A report dated 4 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing an update on the Transformational Reviews that were part of the Council’s Transformational Change Programme for the year 2025/2026 and beyond. At its meeting on 26 June 2024, the Council’s Executive Committee noted the Transformational Change Programme that was required to drive continuous improvement and efficiencies, and link into the Budget Strategy over the next 3 years. Updates had been provided to previous meetings of the Forum. This report provided a further update and included cross-cutting reviews and Resource specific transformational reviews, to identify savings in the year 2026/2027 and beyond. Information was provided on the following Transformational Reviews:- Charging Procurement Overtime Organisational and Management Structures Fleet Digital Transformation Customer Engagement In-house and Procured Services Third Sector Review Factoring Long-term Estate Strategy South Lanarkshire Leisure and Culture Commissioning Plan Property Services A Terms of Reference for the review of In-house and Procured Services was attached as Appendix 1 to the report. Appendix 2 provided a flow chart of the decision-making structure. The Forum decided: that the update on Transformational Reviews be noted. [Reference: Minutes of 4 February 2025 (Paragraph 5) and Minutes of the Executive Committee of 26 June 2024 (Paragraph 9)] 7 Third Sector Partnership Review A report dated 12 March 2025 by the Executive Director (Finance and Corporate Resources) was submitted providing the Terms of Reference for a Third Sector Partnership Review. Information was provided on the:- background to the Review, including the Council’s response to the Third Sector’s ‘Keep the Beat Alive’ campaign and VASLan’s 2024 Impact Report purpose of the Review which was to improve the understanding of the role and value of the Third Sector and identify actions that would make South Lanarkshire the best environment for the local Third Sector to operate in, acknowledging the financial environment in which the Council and Third Sector operated process to be undertaken A Terms of Reference for the Third Sector Partnership Review was attached as Appendix 1 to the report. 6
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The Executive Director (Finance and Corporate Resources) responded to a member’s question in relation to the Local Action Fund. The Forum decided: that the Terms of Reference for the Third Sector Partnership Review be noted. [Reference: Minutes of the Executive Committee of 11 December 2024 (Paragraph 8)] 8 Urgent Business There were no items of urgent business. 7
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Chief Executive Subject: Accounts Commission's New Approach to the Audit of Best Value – Highland Council and Argyll and Bute Council 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] advise the Forum of key messages and recommendations from recent reports published under the Accounts Commission’s new approach to auditing Best Value (BV) [1purpose] 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [] (1) that the key messages and recommendations within the report be noted. [1recs] 3. Background 3.1. Towards the end of 2023, the Accounts Commission introduced a new approach to the Audit of Best Value to replace the Best Value Assurance Report (BVAR) regime which had run from 2018 to 2023. 3.2. The approach consists of brief Controller of Audit (CoA) reports accompanied by and reflecting on published annual audit reports. These CoA reports are considered by the Commission in public and reported publicly. 3.3. The CoA reports are intended to offer a BV-focused reflection on the Council’s annual audit report. In line with the previous practice of bringing BVAR findings to the Forum to highlight good practice and place our own activities in context, the findings from the recent CoA reports are summarised below. 4. Highland Council (published 24 April 2025) 4.1. The report for Highland Council is broadly positive, acknowledging progress since a previous audit in 2020. The Commission findings are: We welcome the progress made by The Highland Council since we reported in 2020. After a management restructure in 2024, the council’s new leadership has developed plans and policies to support its strategic priorities and has embedded a culture of transformation which should be commended. The council now needs to drive delivery, maintain momentum and continue to identify opportunities for transformation. The council has designed performance management arrangements to align with its new plans so data can be used to drive improvement, including proactive use of benchmarking data given that comparative performance has declined over time. These new arrangements will be considered as part of upcoming audit work. 3 9
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The auditor’s recommendations around better alignment of workforce plans and strategies with new corporate and financial plans should be actioned as a priority, along with the collection and regular reporting of council-wide workforce data. A 47% response rate to the 2022 staff survey is encouraging and we would urge the council to deliver the improvement actions identified as a result of the survey to ensure ongoing and effective staff engagement The council has worked hard to close significant budget gaps in recent years, but we note this has relied heavily on the use of reserves, financial flexibilities and achieving savings targets. Savings challenges and financial risks still lie ahead, including in relation to adult social care, where transformation is needed to meet demand pressures. We note with interest the intention to review the council and NHS ‘lead agency’ model for social care to ensure the council is equipped to address the financial challenges ahead. Comprehensive IT and Digital strategies will be critical to supporting the delivery of transformation plans and to improving service delivery. We look forward to seeing how these strategies are developed, embedded and monitored. Ensuring the council has the necessary workforce skills and capacity to deliver in this area is also critical. Inherent challenges in delivering services across a large rural area have driven an ambitious capital programme. We note with concern the council’s borrowing costs, which are relatively high as a percentage of net revenue – 11.6 per cent compared to the Scottish average of 5.8 per cent. We note that the capital plan will be reviewed at key phases to assess affordability and prudence and look forward to future audit assessments, including understanding the full impact of these plans given ongoing revenue budget challenges. Following the recent review of area committees, we look forward to seeing how area ‘place plans’ develop, building on the council’s ambitions around community engagement, including participatory budgeting and community asset transfers. Engaging with and empowering communities will become increasingly important as financial challenges increase and difficult decisions require to be taken. 5. Argyll and Bute Council (published 3 April 2025) 5.1. The report for Argyll and Bute council is also broadly positive, with the Commission concluding that there are currently no significant areas of concern. The Commission findings are: Based on the audit evidence presented, the Commission concludes that there are currently no significant areas of concern and is pleased to see improvement actions from previous Best Value reports completed. Following the change in political leadership last year, we recognise the council now has many critical pieces of work in the pipeline, including a new corporate plan, and look forward to seeing how this plan sets a strategic direction for ensuring financial sustainability and meeting the needs of service users across Argyll and Bute. The council must now ensure that its new corporate plan maintains a clarity of vision, that supporting strategies and policies are aligned to it, and that the plan is underpinned by more streamlined and focused performance reporting and key performance indicators to drive continuous improvement. Recognising the council’s mixed performance, we would encourage the council to progress with developing its corporate improvement plan and want to see evidence of more coherent and transparent public performance reporting, aligned to the Statutory Performance Information Direction. 10
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Given its remote and rural characteristics, the council is ahead of the game in terms of achieving efficiencies, including through its use of digital technology, with exciting examples of innovation within service areas. However, the potential for further management efficiency savings may now be limited. In line with our forthcoming Best Value reporting on transformation, we will expect the council to build on its culture of innovation and provide evidence of a more strategic approach to transformation and service redesign, aligned to its new corporate priorities and required savings. The council has comprehensive structures for managing and reporting financial matters and for budget-setting, and a strong track record of delivering recurring savings. However, given the budget gap projected over the next five years, we expect the council to adopt a more strategic approach to savings planning, driven by its new corporate priorities – and difficult decisions may now start to test its collaborative working arrangements. As savings options become more challenging to identify, engaging with communities is increasingly important. The council’s community engagement strategy should support this critical dialogue and needs to be embedded across the organisation. The council’s approach to workforce planning, including around agile working, is to be commended and should be shared with others. It will be important to ensure that strategic and operational workforce plans remain aligned to the new corporate plan. As a Commission, we will watch with interest as to whether the plan to introduce more hybrid and flexible working arrangements and promote more permanent positions addresses underlying workforce issues and would encourage the council to regularly monitor and report on progress and impact. 6. Next Steps and Recommendations 6.1. Officers of the Council will continue to review the CoA reports as they are published to learn any lessons for the Council. Reports on any significant findings and key messages will be brought to the Forum for information. 7. Employee Implications 7.1. There are no direct employee implications. 8. Financial Implications 8.1. There are no direct financial implications. 9. Climate Change, Sustainability and Environmental Implications 9.1. There are no implications for climate change, sustainability or the environment in terms of the information contained in this report. 10. Other Implications 10.1. Considering the detail of the report and identifying actions as appropriate contribute towards effective risk management. 11. Integrated Impact Assessment and Consultation Requirements 11.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 11.2. There is no requirement for consultation on the content of the report. 11
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Paul Manning Chief Executive 15 May 2025 Link(s) to Council Values/Priorities/Outcomes Ambitious, self-aware and improving Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Tom Little, Head of Communications and Strategy Ext: 4904 (Tel: 01698 454904) E-mail: Tom.Little@southlanarkshire.gov.uk 12
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Transformational Reviews – Update 1. Purpose of Report 1.1. The purpose of the report is to:- ♦ provide an update on the Transformational Reviews that are part of the Council’s Transformational Change Programme for the year 2025/2026 and beyond 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the update on the Transformational Reviews be noted. [1rec 3. Background 3.1. In June 2024, a report titled 2025/2026 to 2027/2028 Revenue Budget Strategy was presented to the Executive Committee. This report highlighted the need for Transformational Change to manage the significant Budget Gaps facing the Council over the next 3 years. The Transformational Change Programme drives continuous improvement as well as efficiencies and feeds into the Budget Strategy to deliver savings for 2025/2026 to 2027/2028. 3.2. Updates to this forum on 04 February 2025 and 01 April 2025 detailed the progress of these Cross-Cutting reviews, as well as Resource specific transformational reviews, to identify savings in the year 2026/2027 and beyond. This report provides a further update to these Cross-Cutting reviews (Section 4) and Resource specific reviews (Section 5). 4. Transformational Change Programme: Cross-Cutting Transformational Reviews 4.1. Each review is taken in turn with a summary of their current status. 4.2. Procurement: Following the Council’s approval of procured spend savings totalling £0.941 million in the 2025/2026 Budget, this review remains ongoing to ensure the maximum level of efficiencies is delivered and to identify cashable budget savings. 4.3. An update, presented to this Forum on 1 April, noted that three opportunities had been identified to date: Purchase Card Rebates, Homeless Property Cleaning and Housing Property Cleaning and Clearance, which totalled a potential efficiency saving of £0.285 million. Also included in this update was the trial of alternative bin supplies, with an estimated efficiency of £0.060m. This is progressing, with new bins for the pilot due to be delivered for the recycling rollout in the Hamilton area. 4 13
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4.4. The review continues to identify efficiency opportunities, with the supply of boilers, and food purchases from the Scotland Excel framework for Facilities services being explored. In addition, the Solace/Improvement Service Transformation programme includes a workstream for Procurement Collaboration within Local Government targeting Waste, Fleet and Digital. Strategic outline cases for collaborative procurement were approved by Solace in April 2025 and the Head of Finance (Transactions) has been nominated as the procurement contact to participate in the pilots. 4.5. In–house and Procured Services: A review of the costs of in-house service provision compared to the cost of procuring these same services from external marketplace has now commenced. A Terms of Reference detailing the scope and outcomes of this review was presented to the Performance and Review Scrutiny Forum on 01 April 2025. 4.6. Any services contract with a total annual value exceeding £0.250 million and which is expected to come to an end within the calendar years 2025 – 2027 is currently within the scope of this review. In order to give consideration as to what activities have the potential to be delivered internally by the Council, Resources have completed an initial review of this expenditure with suppliers, including contract terms as well as factors within the Resource / Service such as capacity and capability to deliver the service(s) in–house. 4.7. Work remains ongoing to determine high-level costing information, as well as implications, risks and any potential impact on services, should a service be transitioned in-house. It is intended that initial findings will be collated over the Summer and presented to the August meeting of this Forum. 4.8. Cross-Cutting – Separate Update Reports: Standalone reports on the following reviews are included on the agenda for this meeting of the Forum, and will give a fuller update on the progress of the reviews: ♦ Fleet ♦ Digital Transformation ♦ Customer Engagement 4.9. Operational and Management Structures / Overtime / Depot Rationalisation: Progress on these three reviews continues. For both Operational and Management Structures and Overtime, work is ongoing to identify savings that will feature as part of the savings proposals for financial year 2026/2027. In terms of Depot Rationalisation, this review is progressing alongside the Estates Review. An update will be provided in the next report to this Forum (August 2025). 5. Transformational Change Programme: Resource Specific Reviews 5.1. Each review is taken in turn with a summary of their current status. 14
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5.2. Third Sector Review: An update report was presented to this forum on 1 April 2025 setting out the Terms of Reference for a Third Sector partnership review that will take forward discussions between South Lanarkshire Council and the local Third Sector. This seeks to improve the relationship between the two, how it operates and build on the Council motion on the Keeping the Beat Alive initiative and the Fair Funding Charter. This includes consideration of the collaborative relationship between the Third Sector and the Council, building on current relationships to ensure a continued strong working partnership between the two. As part of this review, work will be undertaken to update the internal processes and guidance for the provision of grants for the Third sector. 5.3. Workshops and events are taking place across Spring/Summer 2025. Drafts of a Third Sector agreement and a draft grant policy and initial impact assessment will be prepared through June and July 2025. A final report will be presented to the Executive Committee on 24 September 2025. 5.4. Factoring: As reported previously, this is a full review of the Factoring Service currently provided by Housing and Technical Resources to owners of former Council Housing Stock. This service is currently provided to 8,480 owners within Rutherglen and Cambuslang, East Kilbride and Hamilton localities. 5.5. The first phase consisted of an examination of the strengths and weaknesses of the current factoring arrangements, and an appraisal of alternative service models, considering potential changes in the legislative framework and considering the risks and benefits of each. An external consultant has been appointed to assist with the review and their initial findings are currently being assessed with a revised proposed structure being developed. Consultation with a variety of stakeholders has been carried out and their views will be considered in the recommendations / actions as the review progresses. 5.6. The next steps are to collate the findings of this work and present these to Members. An update on these finding will be provided to this Forum for information (19 August). 5.7. Long Term Estate Strategy: As noted previously, this review looks to promote a strategic and outcome focussed methodology to Asset Management, resulting in a 10- year Estate Strategy that will: ♦ effectively support public service delivery in the future and helps us to deliver people and place-based objectives, ♦ explore opportunities to work collaboratively with other public sector bodies, ♦ inform and guide future land/property decisions on the investment, rationalisation, co-location, and disposal of assets, ♦ direct investment into a reduced, but higher quality and energy efficient core estate ♦ facilitate the transition to net zero for our smaller, higher quality estate, ♦ promote community asset transfer where this is appropriate, and ♦ help manage the financial pressures facing the Council and South Lanarkshire Leisure and Culture (SLLC). 15
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5.8. Estate development is split into three inter-related phases, where Phase One comprises an initial data review, and the development of a clear assessment criteria which will output an initial scoring of all properties within the estate. Phase Two utilises the data gathered in phase one and explores and identifies potential funding sources that could fund aspects of delivery, alongside alignment with internal capital budgets. It will create a prioritised real estate/project pipeline against each potential funding source, based on availability and achievability. Phase Three comprises the development of the Estate Strategy and an associated 10-year Delivery plan, which will aim to address the requirements discussed above. 5.9. An early update on this review was presented to the Executive Committee on 12 March 2025 and a further update will be presented to the Executive Committee on 25 June 2025. 5.10. South Lanarkshire Leisure and Culture (SLLC) Commissioning Plan: This review addresses the need for clarity in terms of the relationship between the Council and SLLC, and its role as a provider of services to the Council. This need for clarity has been further exacerbated in recent years given the financial challenges faced by both the Council and SLLC, and it is therefore vital that consideration is given to a longer- term, more sustainable approach to how the Council and SLLC work together. 5.11. A progress update was presented to the Executive Committee on 12 March 2025 and the draft commissioning plan can be viewed here. A further update will be presented to the Executive Committee on 25 June 2025. 5.12. Planning and Regulatory – Online Service Delivery, Digital Delivery and Consideration of Other Models: This review considers the delivery of services and the methods in which stakeholders engage with the Planning and Regulatory Service. The review will explore how to deliver the entire range of Planning, Building Standards and Environmental services but with a greater emphasis on self-service and online delivery of information. 5.13. Included in the scope of this review is the development of income generating opportunities across the Planning & Regulatory function via the effective use of IT and Digital Platforms. A Terms of Reference for this review is included in Appendix 1 and further updates will be reported to the Performance and Review Scrutiny Forum as they become available. 5.14. Separate Update Reports: A standalone report on the Property Services – Efficiencies and Income Generation review is included on the agenda for this meeting of the Forum and will give a fuller update on the progress of the review. 6. Employee Implications 6.1. There are no direct employee implications from this report. 7. Financial Implications 7.1. The financial implications are summarised within the report. 16
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8. Other Implications 8.1. The main risk associated with the Council’s Revenue Budget is that there is an overspend. The risk has been assessed as low given the detailed budget management applied across the Resources. The risk is managed through four weekly Budget Monitoring Meetings at which any variance is analysed. In addition, the probable outturn exercise ensures early warning for corrective action to be taken where appropriate. 8.2. The main risk associated with the Council’s Capital Programme is that there is an overspend. The risk has been assessed as low given the detailed project management plans prepared and monitored for each project. The risk of an overspend is managed through four weekly Investment Management Meetings. 8.3. There are no implications for sustainability in terms of the information contained in this report. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. 9.2. There is also no requirement to undertake any consultation in terms of the information contained in the report. Jackie Taylor Executive Director (Finance and Corporate Resources) 15 May 2025 Link(s) to Council Values/Priorities/Outcomes ♦ Accountable, Effective, Efficient and Transparent Previous References ♦ Executive Committee, 26 June 2024 ♦ Cross-Cutting Reviews – Update – Performance and Review Scrutiny Forum 27 August 2024 ♦ Transformational Reviews – Cross-Cutting – Update – Performance and Review Scrutiny Forum 19 November ♦ Transformational Reviews - Update – Performance and Review Scrutiny Forum 04 February 2025 ♦ Transformational Reviews – Update - Performance and Review Scrutiny Forum 01 April 2025 List of Background Papers ♦ 2025/2026 to 2027/2028 Revenue Budget Strategy Contact for Further Information If you would like to inspect the background papers or want further information, please contact: Lorraine O'Hagan, Head of Finance (Strategy) Ext: 2601 (Tel: 01698 452601) lorraine.o'hagan@southlanarkshire.gov.uk 17
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APPENDIX 1 Transformational Review – Terms of Reference 1 Review Title Planning and Regulatory – Online & Digital Service and Consideration of Other Models 2 Identified Issues The delivery of services and the methods in which stakeholders engage with the Planning & Regulatory Service is currently resource intensive and does not use digital and IT facilities efficiently. Identified Outcome(s) Delivering the entire range of Planning, Building Standards and Environmental services but with a greater emphasis on self-service and online delivery of information. This would allow for the creation of efficiencies across the Service as well as the introduction of activities that would allow better co- ordination across the entire regulatory function. Opportunities to generate income could be identified and implemented thorough the better use of IT, Data and Digital Platforms. Additional income could also be utilised to fund supporting processes and resources in terms of consultee statutory functions related to Greenspace, Roads, Flooding etc. PRS currently provide a range of advice and support activities to various parties that is primarily driven by the limited information that we hold in digital or geographic information spatial data platforms. A move towards this would reduce the level of initial support that would be required and would allow a more proportionate level of resources to be given to the essential functions of the Service. 3 Scope of Review Planning, Environmental Health, Building Standards and associated support teams. Development Management / Building Standards – Focus on the processing of Planning Applications with the vast majority of the pre- application advice service provided online. Major applications which require a degree of personal involvement will be subject to a robust and commercial charging regime that once again allows professional time to be given to statutory processes. Validation of Planning Applications and Warrant Submissions could and should be digitised via commercially available AI and IT process that are used in an increasing number of local authorities. This would free up support resources. Environmental Services – Non-statutory activities that provide advice and support to businesses will be delivered on a commercial basis. In some instances, this is likely to result in the Council not being the first point of call for services, which again will allow a reduction in the necessary resources. Planning Policy – The data and information held within this function is currently collected and stored inefficiently. There is a significant opportunity with regards to streamlining how the information is gathered. Current Spatial Data Information is not delivered in an efficient manner for the Council and through the review of existing contracts and service arrangements there is scope to identify efficiencies. 18
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4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X 5 Financial overview (£m) to be completed by finance where appropriate CER EDR FCR HTR SWR Employee costs 7.092 Property costs Supplies and services Transport charges Admin costs Payments to other Bodies Payments to Contractors Finance charges Total expenditure 7.092 Fees and charges Other income Total income Net expenditure 7.092 6 Key aims of/outcomes from project Service/operational All of the functions in Planning & Regulatory Services are statutory activities for Local Authorities but in order to meet ongoing demands and obligations, there is a need to move to a model of service delivery that is supported efficiently by Digital and IT Services. Employee This will deliver opportunities to realise efficiencies but will also provide better and modernised systems and processes that do not place additional pressures onto the future staff resources. It would be anticipated that the process to scope out the savings and efficiency programme could be scoped across 25/26 with the efficiencies realised across 2026/27. Other 7 Key milestones Q4 2024 – Q1 2025: engagement with partner Services and in particular IT is essential to ensure that any efficiencies are realised. This work is ongoing but will be provided a greater emphasis to ensure that savings are delivered across 2026/2028. Report to PRSF in June , with follow on reports post summer 2025 to consider potential savings with the savings themselves to be realised from April 2026. 8 Monitoring and reporting arrangements Report to Corporate Management Team Reporting to PRSF as updates become available. 9 CMT Sponsor / Lead Officer CMT Sponsor – Executive Director (Community and Enterprise) Lead Officer – Head of Planning and Regulatory Services 19
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10 Project resourcing The scope of the project will determine the support required. Representatives from Finance and Personnel will provide support, and other Resources will input as required. 20
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Interim Executive Director (Housing and Technical Resources) Subject: Property Services – Efficiencies and Income Generation 1. Purpose of Report 1.1. The purpose of this report is to:- ♦ provide an update in relation to the current position in identifying areas of efficiencies and income opportunities across Assets and Estates, Consultancy Services and Building Services 2. Recommendations 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendations:- (1) that the content of this report, including the Terms of Reference included in Appendix 1, be noted; and (2) to note that an update report will be presented to this Forum in August. 3. Background 3.1. This paper will present the Forum with the Terms of Reference for the review of Property Services. 4. Terms of Reference Proposals 4.1. The Terms of Reference, Appendix 1, sets out the objectives of this review, and includes an update on progress made. This is summarised below. ♦ Staffing Structure – a review of management structures, particularly within Building Services along with a wider assessment of professional posts across Assets and Estates, and Consultancy Services. A full review of establishment against budget and income targets will be complete by the end of June. Once complete the next step is to review supervisor level posts and their span of control to ensure it is appropriate. ♦ Running Costs – continue to review procurement activity including use of sub- contractor contracts, materials procurement and overtime costs. ♦ Performance – continue to assess performance of work streams so that resources can be targeted on profitable work and use specialist contractors on work streams that are inefficient to be delivered in-house. ♦ Fleet Assessment – Work with Fleet Services to establish the correct size of our fleet requirements and maximise fleet utilisation. 5 21
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♦ Depot Locations – assess space requirements of the two main Business Units to ensure space is maximised. ♦ Renewable Technology – Expand the skills of Building Services staff to take on additional renewable energy projects currently delivered by external specialist contractors. 4.2. As noted in the Terms of Reference, an update on this review and the actions noted in section 4.1. will be provided to the next meeting of this Forum (August 2025). 5. Employee Implications 5.1. There are no employee implications to highlight at this time, but as any proposals emerging from the review become more defined, they will be presented as appropriate. Trades Unions are represented in the Review Group. 6. Financial Implications 6.1. The financial implications of this review will fully consider savings/income at each objective and report back on more detail at the final report stage. 7. Climate Change, Sustainability and Environmental Implications 7.1. This report implements no changes that would affect climate change, sustainability or environmental implications. 8. Other Implications 8.1. All implications will be considered within the Terms of Reference objectives. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required. Consultation with Trade Union representatives will be required once draft proposals are available. Sharon Egan Interim Executive Director (Housing and Technical Resources) 21 May 2025 Link(s) to Council Values/Priorities/Outcomes ♦ We will work towards a sustainable future in sustainable places ♦ Fair, open and sustainable ♦ Caring, connected, sustainable communities Previous References ♦ None List of Background Papers ♦ None Contact for Further Information If you would like to inspect background papers or want further information, please contact: - Craig Jardine, Head of Property Services Ext 4073 (Tel: 01698 454073) E-mail: craig.jardine@southlanarkshire.gov.uk 22
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APPENDIX 1 Terms of Reference 1 Subject Property Services – Efficiencies and Income Generation The purpose of this Review is to consider efficiencies and income opportunities across Assets & Estates, Consultancy Services and Building Services. 2 Identified Issues Property Services staff and running costs, performance, fleet usage and work locations to be reviewed to establish maximum profitability. Identified Outcome(s) The challenge is to reduce costs and maximise income in the following areas: ♦ Staffing Structure – conclude Property Services Review in terms of management structures, particularly within Building Services along with a wider assessment of professional posts across Assets & Estates and Consultancy Services. The focus within Building Services will be to maximise the use of internal resources and reducing sub-contractor contracts. ♦ Running Costs – continue to review procurement activity including use of sub-contractor contracts and materials procurement. ♦ Performance – continue to assess performance of work streams so that resources can be targeted on profitable work and use specialist contractors on work streams that are inefficient to be delivered in-house. The introduction of the new IHMS system including full roll out of handheld devices as part of phase 2 will improve efficiencies. There will also continue to be an annual review of the Schedule of Rates to ensure they are appropriate. ♦ Fleet Assessment – Work with Fleet Services to establish the correct size of our fleet requirements and maximise fleet utilisation. Initial discussions underway to reduce fleet costs and hire vehicles. ♦ Depot Locations – assess space requirements of the two main Business Units to ensure space is maximised. If any surplus space is identified, then options should be considered for filling this space from other locations/services. ♦ Rental Income – review current commercial lease arrangements to establish options for rental increases. ♦ Renewable Technology – Expand the skills of Building Services staff to take on additional renewable energy projects currently delivered by external specialist contractors. 3 Scope/Proposals All teams with the 3 sections of Property Services will be considered as part of the review. 23
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4 Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work x x x x x 5 Financial overview (£m) to be completed where appropriate CER EDR FCR HTR SWR Employee 41.3 Property 12.8 Supplies and Services 13.3 Transport 4.5 Administration 3.7 PTOB 2.6 PTC 10.0 Financing Charges 0.1 Total Expenditure 88.3 Income Net Spend (82.7) Net Expenditure 5.6 6 Key aims of/outcomes from project Service/operational The objective will be to: ♦ Reduce the structure size to achieve service savings targets ♦ Review procurement activity of materials to maximise repairs/project delivery times ♦ Reduce fleet costs in conjunction with on-going Fleet Review ♦ Increase Estates Rental income ♦ Ensure appropriate recharging of all work activity ♦ Consider expanding renewables work to maximise income Employee Other 7 Key milestones ♦ Commence Property Services Stage 2 review including review of management structure and span of control across service ♦ Consider future fleet requirements and agree future needs with Fleet Services ♦ Conclude “just in time” material delivery contract ♦ Assess Estates income opportunities ♦ Ensure recharging of all work is appropriate ♦ Review Building Services income opportunities in relation to renewable 24
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8 Monitoring and reporting arrangements ♦ Ongoing reporting to CMT Efficiencies meeting – 10 December 2024, 4 February 2025 and 22 July 2025. ♦ Performance Review and Scrutiny Forum – update 17 June 2025 ♦ Update report to Performance and Review Scrutiny Forum on 19 August 2025 ♦ T.U Convenor updates as required. 9 Sponsor / Lead Officer Stephen Gibson / Craig Jardine 10 Project resourcing Property Services RMT are committed to delivering this project. Support will be sourced from HR and Finance as required. 25
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Executive Director (Community and Enterprise Resources) Subject: Fleet Management 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide the Forum with information in relation to fleet management, operations and associated reviews being progressed across the Council. [1purpose] 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- [recs] (1) that the update in relation to the Council’s vehicle estate, as detailed in section 4, be noted; (2) that the progress with the vehicle replacement programme, as detailed at section 5, be noted; (3) that the resource demands for fleet, as detailed in section 6, be noted; and (4) to note that work will continue to identify any fleet implications and savings as part of other reviews. recs] 3. Background 3.1. Fleet management is a key aspect of Council operations, underpinning the delivery of essential services. From passenger services, school transport and waste collection to social care and winter maintenance, the efficiency and reliability of these services hinge on the effective management of the entire fleet. 3.2. Reliability of fleet operations is critical for ensuring that services are delivered without interruption. A well-managed fleet ensures that vehicles are available and in optimal condition, enabling consistent performance of crucial services such as reactive response, public safety, and infrastructure maintenance. 3.3. The Council’s Fleet Strategy and its associated Action Plan was endorsed by the Community and Enterprise Resources Committee on 31 March 2020 and approved by the Executive Committee on 24 June 2020. It set out five key strategic outcomes, namely: 1. The Council has an appropriately sized fleet with the right vehicles to ensure its services operate in an efficient and effective manner. 2. The Council maintains a safe, efficient, and legally compliant fleet. 3. The Council has a cost effective, efficient fleet service that supports operational requirements and responds to service needs quickly and efficiently. 6 27
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4. The impact on the environment is reduced. 5. The cost effectiveness of the Fleet. 3.4. Progress on the Fleet Strategy and associated actions was impacted by Covid-19, which saw the industry face real supply chain and resourcing challenges along with uncertainty over future Council Service demand. 3.5. Work has now commenced and will continue through 2025/2026 on a review of the Fleet Strategy. This will include a review of the above strategic outcomes, and the annual Fleet Asset Management Plan will also be prepared and published in parallel. 3.6. There is also renewed focus on the vehicle replacement programme to ensure we have, as far as is practicable and given available proven technology, a modern and reliable fleet which continues to drive emissions down. 3.7. Reviewing and running a Council fleet involves careful consideration of various principles to ensure efficiency, cost-effectiveness, and sustainability; these principles are set out in Appendix 1. 3.8. Fleet Services adopt many of these principles as part of their routine Service delivery and Resources and services have now been provided with these to focus on as part of their ongoing transformational review workstreams (and routine Service delivery). They have also provided an assessment of their service demands / needs for the next three to five years to better understand opportunities for further reducing fleet vehicles and / or to deliver a more efficient service. 3.9. The Service and industry has a degree of stability and a renewed focus across a range of areas. This paper will provide information on: Vehicle Numbers and Age Trend (section 4) Vehicle Replacement Programme (section 5) Resource and Service Demands (section 6) Conclusions (section 7) 4. Vehicle Numbers and Age Trends 4.1. Replacing aged, unreliable vehicles should reduce maintenance costs and will offer further opportunities to procure new ultra-low emissions vehicles. New, more reliable vehicles will also support operational requirements as time lost to mechanical break downs will be reduced. 4.2. The age and reliability of fleet operations is critical for ensuring that services are delivered without interruption. A well-managed fleet ensures that vehicles are available and in optimal condition, enabling consistent performance of crucial services such as reactive response, public safety, and infrastructure maintenance. 4.3. This section of the report provides detail in relation to historical trends and the age of vehicles across individual Resources and Services. Appendix 2 provides trends in overall vehicle numbers and type, and the following bullets outline the key headlines. In 2019/2020 there were 1,403 vehicles delivering a range of Council Services and during Covid-19 this rose significantly to 1,632. Over the last three years we have returned our fleet to pre Covid levels with 1,403 vehicles now in operation across the Council during 2024/25; noting though that figures vary across Resources as shown in Appendix 2 and noted below. 28
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Community and Enterprise Resources: In 2019/2020, the Resource had 644 vehicles and during Covid this rose significantly to 846 largely in small fleet due to the need for increased vehicles due to social distancing requirements. Over the last three years this has reduced to 597, a reduction of circa 7% on pre-Covid levels. Finance and Corporate Resources: This Resource has a very low base in terms of fleet numbers. In 2019/2020, there were 4 vehicles, and this remained static during Covid. Over the last three years this has reduced to 3, a reduction of 25% on pre- Covid levels. Education Resources: This Resource also has a relatively low base. In 2019/2020, there were 32 vehicles, and this remained static during Covid. Over the last three years this has reduced to 27, a reduction of 16% on pre-Covid levels. Housing and Technical Resources: In 2019/2020, the Resource had 546 vehicles and during Covid this rose slightly to 559. Over the last three years this has reduced slightly to 545, back to pre-Covid levels. South Lanarkshire Leisure and Culture (SLLC): The Trust has a relatively low base. In 2019/2020, they had 26 vehicles, and this reduced during Covid. Over the last three years this has reduced further again to 18, a reduction of 31% on pre-Ccovid levels. Social Work Resources / HSCP: In 2019/2020, they had 151 vehicles and during Covid this rose to 171. Over the last three years this has continued to increase to 213, an increase of 41% on pre-Covid levels. This significant increase is associated with an increased level of home care services. 4.4. Appendix 3 provides further detail on the fleet age profile across the Council and each Resource. Across the Council: 39% of the vehicles are under 5 years old, with 49% falling into the over 5 years but 8 years or under category. The remaining 12% of vehicles fall into the upper category and should be seen as a high priority for replacement. Community and Enterprise: 55% of vehicles are under 5 years old, with 35% falling into the over 5 years but 8 years or under category. The remaining 10% of vehicles fall into the upper category and are a high priority for replacement. Noting that this Resource has most of the Council’s heavy fleet. Finance and Corporate Resources: 33% of vehicles are under 5 years old, with 33% falling into the over 5 years but 8 years or under category. The remaining 33% of vehicles fall into the upper category and are a high priority for replacement. Education Resources: 22% of vehicles are under 5 years old, with 67% falling into the over 5 years but 8 years or under category. The remaining 11% of vehicles fall into the upper category and are a high priority for replacement. Housing and Technical Resources: 31% of vehicles are under 5 years old, with 58% falling into the over 5 years but 8 years or under category. The remaining 11% of vehicles fall into the upper category and are a high priority for replacement. SLLC: 56% of vehicles are under 5 years old, with 33% falling into the over 5 years but 8 years or under category. The remaining 11% of vehicles fall into the upper category and are a high priority for replacement. Social Work Resources / HSCP: 19% of vehicles are under 5 years old, with 69% falling into the over 5 years but 8 years or under category. The remaining 12% of vehicles fall into the upper category and are a high priority for replacement. Maintenance costs and operational downtime is at times high, and this is impacting on the delivery of services. 29
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5. Vehicle Replacement Programme 5.1. The vehicle replacement programme stalled significantly during Covid, and was impacted upon by supplier lead in times. We now have some stability and are now moving forward with a more focused replacement programme. 5.2. Our lease periods tend to be 4-5 years dependent on vehicle type. Such a replacement cycle is industry practice and, therefore, should be our optimum, noting that only routine maintenance should be required during this time. 5.3. Some vehicles, depending on type, and perhaps those specialist in nature, can operate longer, up to around 8 years. This can be manageable but leads to an elevated level of maintenance being required especially on older heavy vehicles which can be challenging and impact on services. Vehicles over 9 years are not recommended with significantly elevated and costly maintenance being incurred. 5.4. While we will generally look to maintain the industry practice, we are exploring what an extension to 7 years may look like for some types of vehicles e.g. passenger services. 5.5. In terms of those vehicles 6 years and over, 432 of these are small vehicles and should be replaced with EV’s or other alternative fuel vehicles. 6. Resource and Service Demands 6.1. Work has progressed with key Resources and Services to better understand their pressures and demands over a 3 to 5 year period. 6.2. The assessment considers service requirements, expected changes in demand, and any factors that could influence these areas. Understanding these demands, however difficult, is crucial for effective planning and resource allocation. 6.3. Updated telemetry and utilisation information is also being collated and provided to Resources to allow them to further understand how efficiently existing vehicles are being used. Consideration is being given to bringing in an external resource (e.g. data analyst) to interrogate this data more forensically to assist Services. Community and Enterprise – Roads, Transportation and Fleet Services 6.4. This service operates a diverse fleet of vehicles for road and winter maintenance operations along with passenger service vehicles and corporate pool cars. 6.5. On the roads side, demand is set to remain high for the next 3 to 5 year period. Additional investment of £12m over the next 3 financial years will undoubtedly lead to increased pressure on fleet numbers. Roads have an ageing fleet, and vehicles are often on lease extensions. This results in increased maintenance and downtime. 6.6. While demand remains high on the roads side no significant increases in the number of vehicles or plant required is presently anticipated, however the effects of inflation will undoubtedly result in higher expenditure. 6.7. With regards Fleet Passengers Services, demand as noted below, for Education and Social Work is expected to remain at least at current levels if not higher. Work continues in relation to better understanding the complex model for Passengers Services and the interdependency of the joint delivery model and the impacts of any changes by a Resource. Driver contracts require to be considered, and vacancies reviewed to try and reduce driver downtime. 30
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6.8. As part of this exercise work is also considering the potential replacement of the existing buses with an alternative specification of vehicle and Resources / Service are presently considering alternative vehicles. Potential savings of circa 30% could be realised on the capital costs of such vehicles and this is being worked through in terms of potential draw down lease costs. 6.9. The use of the Corporate Pool Cars fleet will also be a focus during 2025/2026 with demands remaining relatively high. Community and Enterprise – Grounds 6.10. Grounds operates a diverse fleet of vehicles for mechanical sweeping, waste transportation, and crew movement. This includes large mechanical sweepers for Council-owned roads, which have recently seen a 50% reduction in fleet size due to a new shift pattern. 6.11. Smaller sweepers serve footpaths and narrow roads, ensuring compliance with cleanliness regulations. Additionally, Grounds manages skip vehicles for bulk waste transport, consisting of three 32-tonne and two 18-tonne vehicles. With new waste legislation coming into force in 2025, there will also be an increased demand for more skips to accommodate landfill diversion requirements. 6.12. Grounds utilises larger vehicles, such as 7.5-tonne trucks, to manage bulky waste and fly-tipping, necessitating more of these vehicles due to ongoing high demand. Most of the work is conducted using 5.2 T and 3.5 T crew cab pick-ups, essential for transporting staff and equipment efficiently. 6.13. Overall, within Grounds, demand for fleet vehicles is likely to increase to meet operational and legislative (e.g. COPLAR, LEAMs) challenges despite financial constraints. Community and Enterprise - Waste 6.14. Waste Services currently empty over 12 million bins each year and, with 3 to 5 thousand new homes estimated to be built in the next 3 to 5 years, demand for refuse collection services will increase. 6.15. Aside from an increase in the total number of households requiring to be serviced by refuse vehicles and crews, the Circular Economy (Scotland) Act 2024 and the Circular Economy and Waste Route Map will place new statutory requirements on the Council to separately collect more waste streams (for example, textiles). The Service will require to expand the refuse collection fleet to meet these additional demands. 6.16. Considering the above, the Service will more than likely require to increase fleet numbers to meet current issues and future service demands. Education Resources 6.17. Education demand is concentrated around ASN passenger transport where it is envisaged at least the same amount of demand going forward over the next 3-5 years. With regards embedded fleet vehicles such as small cars and people carriers this may reduce slightly due to options being looked at in service provision. 6.18. A review is ongoing in relation to ASN and alterations to fleet demand will be considered as part of that exercise. 31
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Housing and Technical Resources 6.19. Property Services currently has more than 600 employees delivering over 80,000 repairs a year to over 26,000 Council houses. Alongside this are contractual servicing of both Council housing and 300 non-housing properties covering over 700,000 square metres, alongside contracts investment and programmes for both. 6.20. The demand for repairs and investment is growing as properties age, legislation around property develops and the standards being set for these properties increases. The growing demand on repairs services is leading to the splitting of trades to meet demand, which is likely to continue in trades that are difficult to recruit. The new planning system being developed by the roll out of new ordering system should help drive efficiencies to stay within current vehicle availability, and if current fleet becomes more reliable this may release additional opportunities as well. 6.21. Considering the above, fleet numbers will more than likely require to remain as is to continue meeting future service demands and targets. 6.22. Housing Services requirements in relation to fleet are not on the same scale as Property Services, comprising a limited number embedded within their divisional teams and two mobile CCTV units. While the nature of this work will no doubt change over time and may involve increased presence within housing areas, they would not anticipate any significant changes in relation to vehicle requirements. Social Work Resources / HSCP 6.23. Demand for Care at Home services is expected to continue to increase in line with the ageing population. People are living longer but with more complex health needs, resulting in increased need for health and social care support. It is currently anticipated that the current level of in-house Care at Home provision will be largely maintained, and resulting fleet requirements will largely remain the same as a result. This would obviously be influenced by any changes in funding allocated to the service during the period and remains under review. 6.24. Day services are one of a range of services designed to support people to remain living in their own homes and communities for as long as they possibly can and is part of the Health and Social Care Partnership’s strategy of early intervention, preventing people going into long term care too early. Social Work Resources are currently developing a Transport Policy, and this policy is primarily focussed on eligibility for transport / fleet support whilst taking account of other reasonable options to enable individuals to access their service (e.g. a mobility car). 6.25. The Resource has confirmed that having undertaken a review of Day Services over the past few years, that the current level of service across nine sites will largely remain the position going forwards. Again, this will be subject to funding priorities and any change thereto. 7 Conclusions 7.1. Real progress has been made in returning the Council fleet to pre-COVID levels, despite growing demand and legislative pressures. Pre covid the fleet comprised 1,403 vehicles, but this number rose to 1,632 during the pandemic due to heightened social distancing needs and service pressures. 7.2. By 2024/2025, the fleet size has stabilised at pre-covid levels, although variations exist across different Resources / Services. 32
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7.3. Resources / Services are continuing to consider the fleet principles set out in previous papers and are ensuring that fleet related opportunities are fully considered in discussion with Fleet Services who will support them, as necessary, within the workstreams outlined above including any new or ongoing reviews / workstreams coming forward. 7.4. Section 6 above provides an initial narrative on predicted demands / needs over the next three to five years. The assessment indicates that, unless there are genuine changes to operating models or reductions to Services, the need for vehicles is likely to remain stable or increase over the next three to five years across most Services. This necessitates a focused effort on expediting and streamlining the vehicle replacement program targeting those vehicles over 5 years old. 7.5. Passenger Services demand is projected to stay at current levels or possibly rise, noting Education and Social Work Resources demands. Plans are underway to evaluate the replacement of existing buses with alternative specifications that could achieve significant capital cost savings when compared with like for like replacements. 7.6. Meanwhile, Grounds services face a similar situation, as ongoing legislative changes and operational needs will likely drive an increase in fleet requirements. The need for larger vehicles to manage waste and comply with new regulations further underscores the importance of addressing fleet demands proactively. 8 Employee Implications 8.1. There are no implications at this time, but as any proposals emerge from review become more defined they will be taken to an appropriate forum for discussion. 8.2. Discussions are continuing in relation to strengthening the structure of the Fleet Service to resource the workstreams and priorities as set out in this paper. 9. Financial Implications 9.1. Resources and Services are being encouraged to come to an early view, if possible, on any new savings related to fleet as time is required to realise such savings in terms of new vehicles, changes to lease or casual hire arrangements. The intention is that any efficiencies identified will be reported by the respective Service as part of that overall work stream and will be considered as part of future budget strategy / consultations. 9.2. To convert the fleet’s small petrol and diesel vehicles to electric vehicles could see lease costs increase, however these will be offset to some degree by reduced maintenance costs. Work is underway to better understand what these figures look like, and we are progressing opportunities to expand the necessary charging network 9.3. The options for heavier vehicles, for which there are no readily available or proven low carbon alternatives, will be considered as technologies advance and pilots are undertaken. As ultra-low emission heavy commercial vehicles become more readily available, securing the funding required to purchase them will continue to be a challenge. 10 Climate Change, Sustainability and Environmental Implications 10.1. Transport is the largest contributor to climate emissions in Scotland. For South Lanarkshire Council, the fleet vehicles required to deliver the entire range of Council Services accounted for 6,967 tonnes of carbon in 2023/2024, 14.4% of the Council’s carbon footprint. The emissions from fleet have reduced by 33.1% since 2005. 33
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10.2. In recent years there have been several interventions which have contributed to reduced emissions and efficiency improvements. Some of the key interventions and achievements are noted below: South Lanarkshire Council has used the Scottish Government’s Switched On Fleets funding for several years to lease small electric cars and vans within the Council’s fleet. As of May 2024, the small vehicle fleet consists of 639 vehicles of which 439 are diesel and 200 (30%) are electric. to date, 19 charging sites have been commissioned for fleet vehicles. Each site supports a range of vehicles and so far, a ratio of five vehicles to one charging cable has worked successfully. as of February 2024, the telematics solution hosted by Inseego Ltd had been installed in 1,271 of the Council’s vehicles. This represents 87% of the Council’s fleet of 1,410 vehicles. Telematics has reduced emissions through the optimisation of routes. the procurement of modern vehicles that offer improved fuel efficiency has also contributed to the decrease in carbon emissions. service redesign / route optimisation exercises for key services e.g. winter maintenance. 10.3. As reported to Climate Change and Executive Committees earlier in the year, fleet is a key element of the Council’s Net Zero Route map and this focus will help the Council to achieve its legal duties with regards to Climate Change, Sustainability, and the Environment. 11. Other Implications 11.1. There are no other implications at this stage. 12. Integrated Impact Assessment and Consultation Requirements 12.1. Consultation has been undertaken with all relevant Council Resources and Services in the preparation of this report. 12.2. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function, or strategy and, therefore, no integrated impact assessment is required. David Booth Executive Director (Community and Enterprise Resources) 20 May 2025 Link(s) to Council Values/Objectives Accountable, effective, and efficient Previous References Cross-Cutting Reviews – Update – Performance and Review Scrutiny Forum 27 August 2024 Transformational Reviews – Cross-Cutting – Update – Performance and Review Scrutiny Forum 19 November Transformational Reviews - Update – Performance and Review Scrutiny Forum 04 February 2025 Transformational Reviews – Update - Performance and Review Scrutiny Forum 01 April 2025 34
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List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Colin Park, Head of Roads, Transportation and Fleet Services Ext: 4484 (Tel: 01698 454484) E-mail: Colin.Park@southlanarkshire.gov.uk 35
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Appendix 1: Fleet Principles 1) Efficiency and Utilisation • Assessment of Current Fleet Usage: Services need to evaluate the usage patterns of the existing fleet. Identify underutilised vehicles and analyse the operational current and future needs to ensure each vehicle is necessary. • Fleet Optimisation: Optimise the fleet size, specification, and composition to match actual needs. This might involve downsizing, right sizing, or reallocating vehicles. • Technology Integration: Incorporate telematics and fleet management software to monitor vehicle usage, driver behaviour, and maintenance needs in real-time. 2) Cost Management • Total Cost of Ownership: Consider all costs associated with owning and operating the fleet, including acquisition, fuel, maintenance, insurance, and disposal costs. • Budgeting and Forecasting: Develop accurate budgets and forecasts based on historical data and future projections. • Lifecycle Management: Plan for the entire lifecycle of each vehicle, from acquisition to disposal, to ensure cost-effectiveness and timely replacement. 3) Sustainability and Environmental Impact • Green Fleet Initiatives: Promote the use of low-emission or zero-emission vehicles. Consider electric, hybrid, or alternative fuel vehicles. • Environmental Compliance: Ensure the fleet complies with local, national, and international environmental regulations and standards. • Sustainable Practices: Implement practices such as eco-driving training for drivers and regular maintenance to reduce the environmental impact. 4) Safety and Compliance • Regulatory Adherence: Ensure all vehicles meet safety and compliance standards as required by local and national regulations. • Driver Training: Provide ongoing training for drivers on safety protocols, defensive driving, and proper vehicle operation. • Risk Management: Develop and enforce policies for incident reporting, vehicle inspections, and preventive maintenance to minimise risks. 36
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5) Stakeholder Engagement and Communication • Stakeholder Involvement: Engage with key stakeholders, including employees, management, and the community, to understand their needs and concerns regarding the fleet. • Transparent Communication: Maintain open and transparent communication about fleet policies, changes, and performance metrics. • Feedback Mechanisms: Establish channels for receiving feedback from stakeholders to continuously improve fleet operations and address any issues promptly. These five principles provide a comprehensive framework for reviewing and optimising a fleet in a local authority, ensuring the fleet is efficient, cost-effective, and sustainable. 37
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Appendix 2 Fleet Numbers / Vehicle Type 2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 CER 644 642 846 749 640 597 HTR 546 555 559 572 551 545 SWR 151 160 171 167 222 213 ER 32 31 32 29 28 27 SLLC 26 23 20 20 18 18 FCR 4 4 4 3 4 3 Council 1403 1415 1632 1540 1463 1403 0 200 400 600 800 1000 1200 1400 1600 1800 Number of Vehicles Chart 1: All Vehicle Numbers 38
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 265 260 436 365 244 228 Light 151 153 170 155 163 147 Heavy 228 229 240 229 233 222 All 644 642 846 749 640 597 0 100 200 300 400 500 600 700 800 900 Number of Vehicles Chart 2: Vehicle Type (CER) 39
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 2 2 2 2 3 3 Light 1 1 1 0 0 0 Heavy 1 1 1 1 1 0 All 4 4 4 3 4 3 0 0.5 1 1.5 2 2.5 3 3.5 4 4.5 Number of Vehicles Chart 3: Vehicle Type (FCR) 40
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 22 21 22 19 19 20 Light 9 9 9 9 8 6 Heavy 1 1 1 1 1 1 All 32 31 32 29 28 27 0 5 10 15 20 25 30 35 Number of Vehicles Chart 4: Vehicle Type (ER) 41
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 216 212 215 226 214 214 Light 324 337 338 341 332 326 Heavy 6 6 6 5 5 5 All 546 555 559 572 551 545 0 100 200 300 400 500 600 700 Number of Vehicles Chart 5: Vehicle Type (HTR) 42
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 21 18 16 16 15 15 Light 3 3 2 2 3 3 Heavy 2 2 2 2 0 0 All 26 23 20 20 18 18 0 5 10 15 20 25 30 Number of Vehicles Chart 6: Vehicle Type (SLLC) 43
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2019-2020 2020-2021 2021-2022 2022-2023 2023-2024 2024-2025 Small 143 151 162 159 215 206 Light 8 9 9 8 7 7 Heavy 0 0 0 0 0 0 All 151 160 171 167 222 213 0 50 100 150 200 250 Number of Vehicles Chart 7: Vehicle Type (SW) 44
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Appendix 3 Age of Fleet 45
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Report Agenda Item Report to: Performance And Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Digital Transformation – Update Report 1. Purpose of Report 1.1. The purpose of the report is to:- provide the Forum with an update report on the Digital Transformation Review 2. Recommendation(s) 2.1. The Forum is asked to approve the following recommendation(s):- [recs] (1) that the progress on the review including the key highlights, detailed in section 4, be noted; and (2) that the next steps detailed in section 5, be noted. 3. Background 3.1. Digital Transformation covers a broad spectrum of activity, and a coordinated programme is required to ensure resources are suitably deployed to priority projects across Resources to deliver maximum efficiency returns. 3.2. Changes to individual business processes can deliver efficiency and financial savings but only at small incremental levels while opportunities for larger scale change, at team, service or resource level provide more significant benefits, both tangible and intangible but at more risk. 3.3. The Terms of Reference for this review was previously reported to the Forum on 1 April 2025. This is provided in Appendix 1 for reference. 3.4. The Terms of Reference defines the three key areas of focus: Business Systems & Processes: projects and improvements to key corporate and line of business applications Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy Customer Engagement: clear & consistent Council-wide customer engagement 3.5. The review will cover a range of activities across Resources primarily aimed at supporting Resources to achieve service delivery efficiencies. 4. Progress 4.1. Action Planning – an action plan has been developed to provide a structure for the ongoing transformation programme. The plan details work across several related streams to ensure that work is progressed in parallel where feasible. This is provided in Appendix 2. 7 49
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Key actions to highlight include: Website Enhancement – updating the website content, design standards and underlying technology is a key activity to support the Digital Transformation ambitions of the Council, both for static content, but also to support the output of the Customer Engagement Review and the customer transaction side of the website. The website has a number of responsible services and agreement has been reached on the scope and responsibilities of enhancement of the website. Governance for the project will be in place by the end of June. Copilot Accelerator – work has been underway to develop an approach to accelerate adoption and evaluation of the Microsoft Copilot. This would look to build a model to rapidly deploy the capability to small cohorts across the Council, suggest use cases and scenarios to use the tool for, put in place a peer support model and also enable feedback capture to allow identification of benefits. A report for this proposal is currently in final drafting. AI Accelerator – discussions have been underway on an offering of an existing IT partner, Datavita. They provide our Data Centre services. Through partnership with global computer manufacturer Hewlett Packard (HPE) and global microchip manufacturer Nvidia they are now able to provide private Generative AI services (equivalent to ChatGPT and Copilot) through our existing contract. This is being explored for specific use cases, proof of value and safe & secure sandbox environments. 4.2. Governance – with the initial action plan now developed to a suitable level, and a clearer understanding of wider considerations such as the Customer Engagement Review and the IT Service Planning process, the Programme review board will be constituted in June. 4.3. Resourcing – the Digital Transformation team has been established within the IT Service with a range of expertise and skills initially focussed on Project Management and web technologies and is the process of migrating existing work to other teams. 4.4. Further additions will be made from across the IT Service in mid-June, to bring in skills around business change & training, Microsoft 365 and Infrastructure & End-User Devices. 4.5. Skills – work on the skills gap analysis continues with a key input from current work feeding into the assessment. These other threads, around process modelling and the Customer Engagement Review have been invaluable to the skills analysis. 4.6. Engage Process Modeller – IT Services have worked with Procurement to progress the acquisition of the software, which is a tool to visually and quickly model business processes including capturing and demonstrating cost and time benefits of change. The procurement has been completed and the tool deployed, initially to the Customer Engagement review where all resources have undertaken initial workshops on process reviews and the resultant process maps being modelled. 50
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The next phase of work on the tool will be to look at the most appropriate model for wider rollout and building self-sufficiency across Resources, that still maintains suitable independent challenge to the process changes. 4.7. Vision – developing a digital vision is seen as a key part of this programme and as such a review of the Digital Strategy 2022 to 2027 will be undertaken. This is a slight change to the previous plan of a mid-term review however a full refresh is preferred. Initial draft surveys have been produced to commence information gathering and currently going through review by the Digital Transformation team. 4.8. Data Quality – following discussions with Scottish Government and a positive review from Argyle and Bute Council, the Council has applied, and been accepted, on to Cohort 6 of the Scottish Government Data Maturity Programme. This will commence after summer and discussions currently underway on the correct representatives to undertake the programme. The output of this programme will be an assessment of the Council’s data maturity and an actionable set of tasks to produce an appropriate Data Strategy for the Council. 4.8. Further work has been undertaken to identify current good practice on data within the Council, currently looking at the Research and Improvement Unit in Finance & Corporate, and soon to start with the Estates team who are custodians of much of our Spatial data, and who have a well-established governance model. 4.9. Capability Mapping – This is an approach taken from work done previously by the Digital Office on capturing and mapping technical and business capabilities to drive up re-use of existing technology and reduce procurement or building of niche solutions. This is progressing well with work focused on the completion of the master application catalogue by IT teams. This catalogue will then be used to capture, then map the capabilities. 5. Next Steps 5.1. As detailed in section 4, there are a range of activities currently underway across the programme. In addition, the following steps have been identified to continue the development of the programme. 5.2. A key outcome from the review is to drive efficiency and effectiveness from the transformation work. Therefore, a key next step now that the programme is established is the development of a benefits map across the workstreams. This will capture where there are staff or customer process efficiency, staff utilisation improvement or cashable saving and track progress towards realisation of that benefit. 5.3. A significant area of focus is on the data workstream so a key next step is to constitute the data working group and develop a detailed action plan to drive up data quality and maturity to underpin the programme. 5.4. Update reports are planned on a quarterly basis with the next report to this Forum on 19 August 2025. 6. Employee Implications 6.1. There are no direct employee implications at this stage, however, individual transformation projects will have to consider employee implications for that area. 51
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7. Financial Implications 7.1. The review is expected to support delivery of efficiencies from across Resources. 7.2. The costs associated with any investment in new digital technologies or systems are expected to form part of a future business case proposal. 8. Other Implications 8.1. None 9. Integrated Impact Assessment and Consultation Requirements 9.1. Integrated Impact Assessments and Consultations will be undertaken as part of individual transformation project activity as required. Jackie Taylor Executive Director (Finance and Corporate Resources) 29 May 2025 Link(s) to Council Values/Priorities/Outcomes All council objectives Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Murray Husband, Head of IT Services Ext: 5648 (Tel: 01698 455648) E-mail: murray.husband@southlanarkshire.gov.uk 52
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Appendix 1 – Terms of Reference Transformational Review – Terms of Reference 1. Review Title Digital Transformation 2. Background Digital Transformation in local government has been happening for some time but with the current financial and service demand challenges a step change is now needed to avoid putting services at risk. Digital Transformation covers a broad spectrum of activity, and a coordinated programme is required to ensure resources are suitably deployed to priority projects across Resources to deliver maximum efficiency returns. Changes to individual business processes can deliver efficiency and financial savings but only at small incremental levels while opportunities for larger scale change, at team, service or resource level provide more significant benefits, both tangible and intangible but at more risk. There are three themes that are potential programme areas for Digital Transformation. • Business Systems & Processes: projects and improvements to key corporate and line of business applications. • Workforce Productivity: focus on enabling and empowering staff to maximise their effectiveness and digital literacy. • Customer Engagement: clear & consistent Council-wide customer experience. These will be underpinned by common methods, approaches and skills. 3. Identified Issues The issue of public sector financial pressures is a significant challenge facing SLC, and digital transformation can play a crucial role in addressing this. The increasing costs of services have created a financial strain on local authorities. Identifying and addressing inefficiencies in service delivery can help to reduce costs and improve value for money. This could include streamlining manual processes and automating tasks to reduce administrative burden and improve efficiency The Council is data rich but information poor, so increasing the quality and maturity of our data and the data literacy of our staff is critical. There is a need to mitigate the impacts on staff and citizens of efficiencies to maintain service levels. Ensuring that digital services are accessible to all residents, including those with disabilities or limited digital literacy. There is a need to have a clear vision that sets out the end state of the transformation activity. 4. Identified Outcome(s) Development of a clear vision for digital at South Lanarkshire Council. Across the key three themes, the outcomes include: 53
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Business Systems & Processes - Links to other line of business systems with goal of very efficient internal systems all integrated appropriately - Process improvement using standard methods - Upgrades & opportunities for automation - Use of Enterprise architecture to ensure we are getting the best out of our systems - Clear ‘owner’ of each system and consistent approach to system exploitation - Standard operating procedures (SOPs) for each process Workforce Productivity - Getting the most out of standard Office tools - New ways of working - Embedding & enhancing use of Microsoft 365 - new tools to create, communicate, collaborate, store, plan, automate, analyse & report - Technologies to support the frontline - Increase organisational readiness for new business capabilities - Staff digital empowerment Customer Engagement (led by Customer Service Transformational Review) - Clear, organisation-wide Customer Engagement Strategy - New website & supporting systems as foundation for improved customer experiences across the Council - Links to other line of business systems that the customer uses - Replacement of legacy forms / processes and introducing common elements to improve customer experience - Process improvement using standard methods - Prioritised workplan based on customer need - New technologies to improve the customer journey, based on customer preference - Better use of customer data Alignment with the Digital Council of the Future operating model being developed by SOLACE and Improvement Service, supported by the Local Government Digital Office. Demonstration of best value and alignment with Audit Scotland report on ‘Transformation in councils’ Data analytics and automation will be used to identify inefficiencies and optimise service delivery. 5. Scope of Review The project will include: • Development of a detailed project plan • Assessment of Digital Maturity using Digital Office self- assessment tool to underpin development of prioritised workplan. • Development of a Digital Council Vision or Visions. This vision would be central to a concerted focus on Digital Transformation. • Project reviews and lessons learned will be held within a reasonable timeframe following go-live of major system upgrades, with a focus on moving to the next stage of exploiting the new systems and leveraging the investment in them. • Development, training and deployment of enabling tools and methods. • Development of Data group to assess data quality and maturity and develop an approach to moving those forwards. 54
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• Support other cross-cutting and service-specific reviews bringing tools and skills to bear to assist with achieving efficiencies and/or mitigating impacts. • Develop a skills framework to support staff development, Learning & Development and recruitment. • Engage with other Councils, Digital Office and Improvement Service to collaborate on transformation opportunities, including Artificial Intelligence and other innovative technologies. • Identify and development common approaches and tools for workforce productivity, with a key focus on Microsoft 365. • Adoption and promotion of the Scottish Approach to Service Design The project will not include: • Customer Engagement as this is covered separately in a specific Customer Services Transformational Review. 6. Resources affected: - Community and Enterprise Education Finance and Corporate Housing and Technical Social Work X X X X X 7. Trade Union, Personnel Team, and Management Engagement Trade Unions should be engaged, and it is proposed that representatives are invited to join the appropriate governance group of the project. Personnel, specifically Learning & Development will require to be engaged to support skills gaps and wider business change. As this project is cross-Resource, relevant Resource management representation are invited to join the appropriate governance group of the project. 8. Key aims of/outcomes from project Service/operational Introduction of new technologies and processes to enable and deliver efficiencies across the Council. Employee To ensure staff have the necessary skills and capacity across the relevant Council services to support service change To ensure staff have awareness of their digital and data literacy To reduce digital exclusion of staff To improve staff effectiveness and utilisation Focus staff on value activities Other To improve the digital engagement with the citizen in line with Customer Engagement Strategy To reduce digital exclusion in the authority area 9. Key milestones • Terms of Reference to CMT – 29 October 24 • Interim report to CMT – 10 December 24 • Detailed initial Action Plan available – 31 January 25 • Update report to CMT – 4 February 25 • Quarterly reporting to CMT – From May 2025 10. Monitoring and reporting arrangements • Regular meetings scheduled with Sponsor • Project Review Board structure with cross-Resource and Trade Union representation • Project Steering Group structure with cross-Resource Trade Union representation • Interim reports to CMT moving to quarterly reporting through the programme 55
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11. CMT Sponsor / Lead Officer Sponsor: Jackie Taylor, Executive Director, Finance and Corporate Lead Officer: Murray Husband, Head of IT Services, Finance and Corporate 12. Project resourcing • Core project team consisting of Project Manager Lead, Project Officer(s), subject matter experts on Service Design, Data Analysis, Business Analysis and Business Change in addition to technology specific expertise • Resource/Service representatives relevant to the activities • Trade Union representative(s) at the relevant level (PSG/PRB) • External support and advisory from Digital Transformation consultancy • Assistance as required from Local Government Digital Office and Improvement Service Approved by: Executive Director ……………………………………………… Chief Executive ……………………………………………… Date: 56
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Appendix 2 – High Level Action Plan Bucket Name Task Name Description Update Vision and Strategy Development Development of Capability Map Currently underway – completion by end of June 25. Vision and Strategy Development Assessment of Current State Evaluate current technological infrastructure, digital capabilities, and services Currently underway – completion by end of June 25. Vision and Strategy Development Digital Maturity Assessment Assessment of Digital Maturity using Digital Office self-assessment tool to underpin development of prioritised workplan. Change of approach due to delay in Digital Office tool. Evaluating Gartner ITScore tool. – due Q2 25/26 Stream: Review Support Planning and Regulatory review Not yet engaged Stream: Review Support Strategic Property Review Engaged fully with review Stream: Review Support Customer Engagement Engaged fully with review Stream: Innovation & Pipeline Triple Value Impact - Consider workshop Tim Pitts Currently underway – due Q3 25/26. Programme Governance Sustainability Benefits as part of wider benefits tracking Benefits tracking forms a key element of the Engage Process Modeller (section 4.5) Programme Governance Schedule Governance meetings PRB due to commence in June 25. Website PRB due to commence in June 25. Programme Governance Look at MS Decisions for Running Meetings Not yet started Programme Governance Business Change Management Implement change management strategies to help staff adapt to new technologies and workflows. Business Change resource joining Digital Transformation team in June 25. Programme Governance Resource Allocation Allocate human, financial, and technical resources required for the transformation. Underway with the Digital Transformation team being a key 57
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element. Financial elements still to be addressed. Due Q2 25/26 Programme Governance Stakeholder Engagement - Feedback Mechanisms Establish channels for stakeholders to provide input and feedback on digital transformation efforts. Not yet started. Will be picked up by Business Change resource. Q2 25/26 Programme Governance Stakeholder Engagement - Communication Plan Create a plan to regularly update stakeholders on transformation progress and involve them in the process. Not yet started. Will be picked up by Business Change resource. Q2 25/26 Programme Governance Stakeholder Engagement - Identification Determine internal and external stakeholders such as government employees, citizens, and businesses. Not yet started. Will be picked up by Business Change resource. Q2 25/26 Programme Governance Develop Process Modeller operating model Underway as detailed in Section 4.5. Programme Governance Procure Engage Process Modeller Complete. Programme Governance Develop Consultancy Scope of Works Underway – due Q2 25/26 Programme Governance Develop Structure Develop review governance structure of PRB and PSG including membership Complete. Key Area: Productivity M365 Skills Hub This is a national resource for business and technology skills develop for M365. Static course and live training are planned Technical element complete. Business Change element yet to be started. Due Q2 25/26 Key Area: Productivity Digital Champions Network This is a national community of interest for individuals in Councils who either are or have ambition to be Digital Champions within their organisation. Champions have been evidenced at several Councils as being key to the adoption of digital practices. Not yet started. Date not yet scheduled. Key Area: Productivity Sign up for National Power Community This is a national community of interest aim initially at IT but planned to expand to include business change agents using the Microsoft Power Platform Complete. 58
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Key Area: Productivity Review Corporate Reporting position Not yet started. Will form key thread within data work scheduled for Q3 25/26 Key Area: Productivity Review Document Management position Not yet started. Will form key thread within data work scheduled for Q3 25/26 Key Area: Productivity Develop Copilot PoV Business Case There are a number of barriers to overcome to successfully and safely exploit the technology. Following several in-depth discussions with the Digital Office, other Council’s and suppliers it is proposed that a Proof of Value (PoV) project be developed This would coincide with an aggregated spend proposal for MS Copilot being developed by Crown Commercial Services (CCS). The opportunity for joint working with the Digital Office, Improvement Service and other Councils will be explored as part of the PoV. This PoV project will explore the benefits of Copilot, with success metrics including reductions in administrative processing time and improvements in report accuracy and officer time to prepare. Development of Accelerator project underway. Due May 25 (section 4.1) Key Area: Productivity Consider Hybrid Working Policy (when released) Not yet started. Key Area: Customer Engagement Proof of Value business case for Customer Contact Linked to Customer Engagement Review Aligned to Review, awaiting output. Key Area: Business Systems & Process Develop Application Catalog Master catalog of applications required to feed capability map Underway, due May 25. 59
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Key Area: Business Systems & Process Fusion Project Review/Lessons Learned Project reviews and lessons learned will be held within a reasonable timeframe following go-live of major system upgrades, with a focus on moving to the next stage of exploiting the new systems and leveraging the investment in them. Lessons learned templates being refreshed and workshop(s) will be scheduled for Q2 and Q3 25/26. Key Area: Business Systems & Process Develop Engage Process Modeller business case following a successful demonstration and trial of the product we are now working with Procurement on the commercials around the product. The current proposal is for a 3-year contract which includes a 5% Scottish Local Government discount as agreed with the Digital Office. This would give unlimited users (the lower price point would be for 20 users) and include consulting, onboarding and training in year one. The total contract value would be £95,470 (£29,750 per year, plus £4,320 onboarding and training costs). Complete. Procurement and deployment completed. Enabling: Skills & Workforce Digital Service Design Adoption and promotion of the [Scottish Approach to Service Design](https://www.gov.scot/publications/the- scottish-approach-to-service-design/) Not yet started but will likely link to output of Customer Engagement Review Enabling: Skills & Workforce Workforce Planning Develop a skills framework to support staff development, Learning & Development and recruitment. Underway as per Section 4.4 Enabling: Data Data Maturity Assessment Explore benefits and opportunities for undertaking data maturity assessment Complete. Now accepted on to Scottish Government Cohort 6. Enabling: Data Smart Data Foundry Details have yet to be shared but Smart Data Foundry helped East Renfrewshire Council develop a ground-breaking Cost of Living dashboard and Not yet started pending more information from Digital Office. 60
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the DO are hoping to get full funding for targeted engagements for Councils. Enabling: Data Data Strategy Development Not yet started. Dependant on to Scottish Government Cohort 6. Enabling: Data Information Asset Registers / Data Catalog Not yet started. Enabling: Data Agree membership & Agenda Not yet started. Enabling: Data Data Quality Group ToR Not yet started. Enabling: AI Data Policy Group Not yet started. Enabling: AI Arrange Members Session Q4 Artificial Intelligence and the Council. It was agreed that a members’ session be arranged in the New Year to provide more detail and include Personnel Services for human resources and local government aspects. Complete Enabling: AI Develop AI Strategy/Policy Underway nationally via Digital Office. Due Q3 25/26. 61
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Report Agenda Item Report to: Performance and Review Scrutiny Forum Date of Meeting: 17 June 2025 Report by: Executive Director (Finance and Corporate Resources) Subject: Customer Engagement Transformational Review – Update 1. Purpose of Report 1.1. The purpose of the report is to:- [purpose] provide an update to the Forum on the Customer Engagement transformational review [1purpose] 2. Recommendation(s) 2.1. The Performance and Review Scrutiny Forum is asked to approve the following recommendation(s):- (1) that the contents of the report are noted. [1recs] 3. Background 3.1. The Terms of Reference was presented to this Forum on 19 November 2024. This provided the Performance and Review Scrutiny Forum with the issues across customer services, the expected outcomes from the review and the scope. 3.2. The Council provides a range of contact methods for customers including telephone, online and social media to engage with services, to request or pay for services or to report on something (e.g. a fallen tree). Broadly, the review focusses on the contact methods, technologies, back-office processes and structures used to support customer engagement with services. 3.3. The Terms of Reference noted that a working group would be set up comprising of representatives from all Resources and specifically the services of Finance (Transactions) and Information Technology Services. 3.4. This report will provide an overview of the work of the Review group so far, including the output from a SWOT analysis, the risk register and other key activities. 4. Update 4.1. SWOT Analysis: A SWOT analysis has been completed by the working group with the results summarised overleaf: 8 63
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Strengths • Experience and knowledge of the group supported by service-based teams • History of delivering improved processes and systems Weaknesses • Lacking confidence with digital skills • Limited resources to deliver transformational change • Many systems requiring support and development • No corporate standard for customer contact Opportunities • To provide new digital solutions to customers • Upskill staff in the use of digital technologies • Assess how data can be used in better ways • Assess and develop the potential from current systems • New functionality offered by system replacements and upgrades Threats • Lack of digital learning • Lack of funding available for new digital solutions • Loss of key staff • Resistance to change from stakeholders • Digital exclusion 4.2. The review group is progressing the specific actions required to address the weaknesses and threats. For example, to address the lack of digital skills and knowledge the group will be supported by the wider learning from other councils. 4.3. Risk Register: A risk register has also been completed with the top risks presented below. insufficient resources available to deliver the Review action plan lack of awareness of the digital solutions available selecting digital solutions that do not deliver the expected benefits for customers and services inability to deliver efficiencies from service and system change key milestones are not met resulting in project slippage customer services functions across the Council do not provide a consistent customer experience 4.4. A series of control measures have been identified to mitigate or reduce the risks, with there being some overlap as expected with the outcomes of the SWOT analysis. 4.5. Process Review and Workshops: The first round of process mapping workshops has been delivered, one for each Resource and these have been well attended and positively received. Each workshop has identified potential areas for improvement and there are trends which are seen across some of the processes. 4.6. Improvement areas include the manual operation of workflow, scope for improved integration between different systems resulting in some double handling and a lack of timescales setting realistic expectations for the customer potentially resulting in unnecessary follow up calls. There is also the potential to improve the online forms, making them more customer focused and making best use of existing technology. 4.7. Overall, the initial assessment is that there is opportunity to deliver improvements through process improvement, better handling of data and automation. 64
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4.8. Local Authority Engagement: Engagement has commenced with the Scottish Local Authority Customer Services Managers’ Group with a survey issued to capture information on processes and systems used. 4.9. Members of the Review group met with another Scottish Council to discuss their experience of using a chatbot supported by artificial intelligence. The chatbot presented on the home page of their website provides a mechanism for customers to report an issue for example graffiti or a missed bin and has helped reduce the volume of calls presenting. Work is underway to scope how this functionality could be offered to South Lanarkshire customers. 4.10. Customer Surveys: The intention is to conduct two customer surveys to obtain customer feedback on their engagement with the Council. One will follow a call to the service with the other following the completion of an online application form. The intention is to issue the surveys during the month of June. 4.11. Systems Development: New systems in Housing, Community and Enterprise, and Social Work Resources are expected to deliver improvements in customer engagement. Work is ongoing with the Resources to scope out the expected benefits in terms of improved processes, customer experience and potential efficiencies. This work is expected to continue into 2026. 4.12. Assessment of the maturity of the model: Work is underway to complete the assessment using an evaluation model provided by Gartner. A representative from each Resource is completing the evaluation template with a consultation with an analyst from Gartner to take place once finalised. The outcomes from the review are expected to feed into the overall improvement plan for customer engagement. 4.13. Review of the Capabilities and Limitations of Customer Facing ICT systems including - Customer Relationship (CRM) and website: IT Services are finalising the systems catalogue, with this expected to form the basis for the exercise. IT Services will also complete an initial evaluation of the core customer facing systems prior to engagement with Resources. 4.14. Engagement with Resource Management Teams: The Head of Finance (Transactions) will meet with Resource Senior Management teams to: • give an overview of the process review work completed to date for each Resource • discuss the opportunities for improved customer engagement expected from Resource based systems development and potential new corporate solutions • have a discussion around the key features of a Customer Engagement Strategy for the Council. 4.15. Review of Website Content: The review group recognise the importance of the Council’s website content as means of providing customer access to services and information. There are strong links between content and the look and feel of the website and the technology that underpins it. A wider review of the website would therefore bring these elements together with a view to improving the customer experience and engagement. A separate review group will be convened by the Head of IT Services to take this forward with representation from Customer Services and the Digital Team. 65
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4.16. Strategic Positioning of Customer Services: The review will consider the organisational structure used to deliver customer services across the Council and discussions are taking place with other service areas where significant customer contact takes place. This activity will also support the development of a Customer Engagement Strategy for the Council. 5. Next steps 5.1. The working group are continuing to progress the action plan for the review with a further expected to be provided to the Forum on 19 August 2025. 6. Employee Implications 6.1. A working group has been set up comprising representatives from Finance (Transactions), IT Services, Housing and Technical Resources, Community and Enterprise Resources, Education Resources and Social Work Resources. A representative from the Trade Unions has also been invited to participate. The working group meet every 3 weeks. 6.2. There are no direct employee implications identified at this stage of the review process. 7. Financial Implications 7.1. The review is expected to deliver efficiencies from across Resources because of improvements expected to be made to customer contact processes and systems across the Council. 7.2. The costs associated with any investment in new digital technologies or systems are expected to form part of a future business case proposal. 8. Other Implications 8.1. A risk register has been developed for the review and will be updated as required for the duration of the review activity. 9. Integrated Impact Assessment and Consultation Requirements 9.1. This report does not introduce a new policy, function or strategy or recommend a change to an existing policy, function or strategy and, therefore, no impact assessment is required at present. 9.2. The development of a new Customer Engagement Strategy will require consultation with a range of stakeholders and will form a key activity in the project plan. Jackie Taylor Executive Director (Finance and Corporate Resources) 22 May 2025 Link(s) to Council Values/Priorities/Outcomes Accountable, effective, efficient and transparent Ambitious, self-aware and improving 66
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Previous References None List of Background Papers None Contact for Further Information If you would like to inspect the background papers or want further information, please contact:- Craig Fergusson, Head of Finance (Transactions) Ext: 4951 (Tel: 01698 454951) E-mail: craig.fergusson@southlanarkshire.gov.uk 67
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